Organization Structure and Teams



University of Phoenix Material

Sample Table

Table 1

Teams and Organization Structure

Authors Article Type and Context Dynamics Differentiation Integration

Purpose

|Dinwiddie |Phenomenology |A team that does well when |Identified importance of |Understanding why the whole is |Individual growth from other |

| |Understanding positive and |measured against predetermined |conflicting constructs: freedom |greater than the sum of the |members’ mentoring and support |

| |negative experiences of being on|goals |or project management, group or |parts | |

| |a high-performing team |Sought to understand the |personal success | |Negative effects when put down, |

| | |environment in which the team |Issue resolution | |did not help, and so forth |

| | |functioned | | | |

|Pryor, Singleton, Taneja, & |Prescriptive |Complex work |Self-directed leaders |Complementary skills |Positive synergy |

|Toombs |Demonstration, including |Goal is collective performance | | |Individual and mutual |

| |teamwork in strategy |Strategy: team context role in | | |accountability |

| | |success or failure | | |Interdependent cooperation |

| | | | | |required |

|Willumsen |Case study |Interpersonal and |Situation changes over time; |Different professions and |Coordinating team meetings |

| |Creating a framework |interorganizational cooperation |power-sharing and changes based |organizations | |

| | |of professionals on individual |on issue; self-regulating | | |

| | |cases; individuals involved on | | | |

| | |multiple case teams | | | |

|Zand |Case study |Essential to organization growth|Self-regulating: escalation to |Variety of technical skills on |Collaborative culture |

| |Relationship of strategy and |Structure similar to other |division management; work with |exploration team | |

| |structure |exploration teams; contributes |other exploration teams and | | |

| | |to career opportunities |production teams at various | | |

| | |Clearly defined responsibilities|stages in process | | |

Definitions

• Teams

o Pryor et al.: “Teams are a way of organizing people to support interdependence and cooperation that requires close coordination among the team members” (2009, p. 322)

o Willumsen: “…teamwork is associated with individuals who possess particular expertise, share work activities and collaborate to achieve a common goal …” (2008, p. 354)

• High-performance teams

o Dinwiddie: a team that achieves the “seemingly impossible” (p. 113) or high-performance teams for individuals, teams where the members grow, develop, change, and have a “…positive reconceptualizaton of self… ” (2008, p. 122)

o Pryor et al.: “Teams that have demonstrated that performance excellence is their ‘way of life’ are high performance teams” (2009, p. 323)

References

Dinwiddie, L. (2008). The lifeworld of high-performance teams: An experiential account. In D. A. Rehorick, & V. M. Bentz (Eds.). Transformational phenomenology: Changing ourselves, lifeworlds, and professional practice (pp. 113-127). Lanham, MD: Lexington Books.

Pryor, M. G., Singleton, L. P., Taneja, S., & Toombs, L. A. (2009). Teaming as a strategic and tactical tool: An analysis with recommendations. International Journal of Management, 26(2), 320-333.

Willumsen, E. (2008). Interprofessional collaboration–a matter of differentiation and integration? Theoretical reflections based in the context of Norwegian childcare. Journal of Interprofessional Care, 22(4), 352-363.

Zand, D. E. (2009). Strategic renewal: How an organization realigned structure with strategy. Strategy & Leadership, 37(3), 23-28.

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